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Integrating Career Paths into HR Practices

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Seta Wicaksana
Seta Wicaksana

As a result, career paths can improve the effectiveness of your organization’s recruitment and hiring processes, retention and promotion strategies, and training and development programs. In this Presentation, we explore the application of career paths to recruitment, hiring, retention, promotion, and ongoing training and development. That is, we explore how career paths serve as practical tools and guiding resources in attracting, developing, and retaining talent, all critical elements in maintaining your organization’s viability.

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Integrating Career Paths into Talent Management Systems: Recruitment, Hiring, Retention, Promotion, and Employee Development www.humanikaconsulting.com
Seta A. Wicaksana 0811 19 53 43 wicaksana@humanikaconsulting.com • Business Psychologist • Pendiri dan Direktur Humanika Consulting dan hipotest.com • Anggota Komite Nominasi dan Remunerasi Dewan Komisaris PT Askrindo • Ketua pusat Kajian Psikologi Bisnis dan Kewirausahaan • Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Anggota Bidang Oranisasi PP Assosiasi Psikologi Forensik Indonesia • Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum (2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021), psikologi Bisnis 1 dan 2 (2022) • Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI, Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA • Certified of Assessor Talent Management • Certified of Human Resources as a Business Partner • Certified of Risk Professional • Certified of HR Audit • Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila • Fakultas Psikologi S1 dan S2 Universitas Indonesia • Sekolah ikatan dinas Akademi Sandi Negara
Integrating Career Paths into HR Practices
Overview • As discussed in the earlier Presentation, integrating career paths into your organization’s overall talent management system allows your organization to offer enhanced value propositions, manage employee movement and flow, and organize short - and long-term talent development. • As a result, career paths can improve the effectiveness of your organization’s recruitment and hiring processes, retention and promotion strategies, and training and development programs. • In this Presentation, we explore the application of career paths to recruitment, hiring, retention, promotion, and ongoing training and development. • That is, we explore how career paths serve as practical tools and guiding resources in attracting, developing, and retaining talent, all critical elements in maintaining your organization’s viability.
Connecting the Employee to the Organization • Creating a “ contract ” between the organization and individuals/groups sounds “ old school ” but is actually more important than ever. • In this case, the contract we are referencing is not a legally – binding document of any kind. Rather, the contract is psychological, emotional, and motivational. This contract represents how strongly the employee is connected to the organization – on many levels. • Both academic and applied research indicate that employees have greater expectations than ever for what organizations should provide in exchange for their loyalty and tenure.
• Transferability and marketability of competencies and portable skills; • Employees with more portable skills and a corresponding strong identification with their profession are less likely to feel connected to the organization and therefore are at greater risk of leaving. • The importance that organizations should place on “connecting” employees to the organization itself just as strongly as they used to endeavor to connect employees to specific jobs within the organization. • Strength of the implied contract between the employee and the organization (labeled “ integrated values ” by the authors). • Engendering implied or “ psychological ” contracts with employees, organizations should also establish explicit contracts with valuable talent. • Such a contract can take the form of a development plan with a timeline, a special assignment with specific learning goals and outcomes to achieve, or the creation of a specialized “ next role ” in the organization. Two factors of workers at all levels will increasingly follow non-linear career paths
Engaging the New Workforce • Following popular trends, today’s workers, especially newer graduates, have been characterized as a type of “ What’s in it for me (WIFM)? ” generation. • Another characterization of this group is that even a committed new workforce, without intended shortsightedness or egocentricity, is developing with a perspective that organizations have the responsibility to “ keep me here. ” • The study found that older workers generally expect the organization to support success in their current job, and they expect to be provided with a meaningful job. In contrast, the younger employees emphasized the need for career opportunities and challenging jobs. • Older employees also tended to feel that the value of developing at the organization was in helping them to “ stay at work ” and to achieve outcomes for the organization. The younger employees emphasized development that supports career progress and enables them to update their work skills. • Engaging younger workers with opportunities for clear, achievable “ wins ” in as short as three to six months (and typically no more than two years) is important as part of the organization’s longer-term strategy. Youthful competitiveness can fuel a strong work ethic as well as impatience to be recognized and rewarded as a valuable part of the workforce
New Workforce and Career Path • Career paths can help organizations engage younger generations by showing them how they can achieve “ wins ” and by providing concrete information about the career opportunities available to them. You should start with an analysis of your current workforce – age, skills, roles, hiring patterns, etc. • Then create a picture of where the organization is headed. Develop, refine, and communicate career paths within that context. Will you increasingly hire younger workers? • If so, you should expect to face unique developmental challenges. • Thus, development and career path programs should be tailored to fi t the real needs of individual employees and should not be based on broad characterizations of generational groups that may or may not be accurate.
Recruitment and Hiring • Career paths can help you to sell potential employees on a career rather than an entry-level job. Most potential new hires, particularly in knowledge worker roles, aspire to move beyond the role for which they are applying. Clearly articulating the growth opportunities and potential movement subsequent to the initial role can often increase recruits ’ overall attraction to the role and the organization. • Sharing information about career paths and potential opportunities for advancement as early as the recruiting stage can result in increased employee loyalty among those who are hired. Employees recognize which organizations place more emphasis on growth and advancement. Employees who enter the organization understanding the potential for a long-term, fulfilling career in the organization are much more likely to enter with the intent of staying over an extended period and are thus more likely to feel some sense of loyalty and commitment to the organization from day one. • Developing career paths can help you and your hiring managers more clearly understand qualifications and competency requirements for jobs at all levels across the career path. This understanding, coupled with a carefully developed selection process that is demonstrated to be job- relevant, can help you to improve the hiring process, resulting in hires who not only have the qualifications to perform an entry-level job but who also have the potential to move into other roles over time, given appropriate development opportunities.
Retention • Career paths, when integrated into your organization’s overall talent management strategy, can help your organization retain valued employees in several ways. • They promote a sense of fairness and consistency in how the company makes decisions. • As noted in the previous section, they promote a sense of loyalty and commitment among employees by demonstrating the commitment of the organization to long-term career development and by clearly showing the potential for a long-term, fulfilling career in the organization. • They take the guesswork out of career progression and development for employees. By doing so, career paths help employees see how they can achieve their career goals without leaving the organization, and, importantly, they give employees a sense that they have some degree of control over their futures. • Information about career success factors helps employees understand the types and nature of the movement that will help them most in their careers with the organization and thus provides employees with a sense that career progression within the organization is not based completely on factors beyond their control, and that they have some control over their career trajectories. • All five of the career path components are shown in the box “ Fundamental Components of Career Paths ”. • Information about career success factors helps employees to understand the types and nature of the movement that will help them most in their careers with the organization and thus provides employees with a sense that career progression within the organization is not based completely on factors beyond their control, and that they have some control over their career trajectories.
Promotion • Career path information can be used to guide promotion decisions by showing the requirements, characteristics, and experiences that are important for various jobs, roles, or levels in an organization. Thus, the qualifications, competencies, and critical developmental experiences components of career paths are most relevant to promotion decisions. • Career paths can improve the quality of promotion decisions by showing, in a clear and simple manner, the requirements, characteristics, and experiences that are important for various jobs, roles, or levels in an organization. This information can be useful to managers when they are comparing employee qualifications and experiences to requirements for positions in the context of a promotion decision.
Development Planning and Execution Career paths are designed primarily for training and development purposes, comprehensive lists of important competencies required in each job, role, or level represented in the career paths, and lists of available training and development opportunities relevant to each of those competencies, are sometimes developed.
Career Path Worksheet for Aspiring Sales and Marketing Manager
Summary • Career paths help to minimize incorrect assumptions by providing a clear, objective structure for managers and mentors to utilize when reviewing options and progress with their employees. They can pinpoint where an employee is stagnating, missing an opportunity, or might be able to go next in the organization. • Career paths support the development and maintenance of such contracts by fostering clear and open communication with employees. • Career paths can help organizations in the recruitment, hiring, and onboarding processes by allowing them to sell applicants on a career rather than an entry-level job, by demonstrating the commitment of the organization to continued career growth, by clearly identifying the qualifications and competency requirements for jobs, and by helping to establish realistic expectations for career growth among new employees. • Proactively retaining employees requires clearly defined performance requirements (so people know what is expected of them), clear paths for movement (so people understand their future options), and clear criteria for promotions (so people feel that there is a transparent and level playing field). • Properly positioned, career paths can serve as a motivator and guide to those not chosen for an opening. The path information provides a means for the manager to communicate objectively the why of the decision. The employee in turn can identify additional opportunities for growth to enhance his or her readiness for a future role. • Development progress discussions should include a discussion of career path implications for development progress. Managers should directly connect relevant development progress to one or more career paths so that employees can understand their progress not only in their current role but also against success requirements for future potential roles.
Learning and Giving for Better Indonesia www.humanikaconsulting.com

More Related Content

Integrating Career Paths into HR Practices

  • 1. Integrating Career Paths into Talent Management Systems: Recruitment, Hiring, Retention, Promotion, and Employee Development www.humanikaconsulting.com
  • 2. Seta A. Wicaksana 0811 19 53 43 wicaksana@humanikaconsulting.com • Business Psychologist • Pendiri dan Direktur Humanika Consulting dan hipotest.com • Anggota Komite Nominasi dan Remunerasi Dewan Komisaris PT Askrindo • Ketua pusat Kajian Psikologi Bisnis dan Kewirausahaan • Dosen Tetap dan Peneliti di Fakultas Psikologi Universitas Pancasila • Pembina Yayasan Humanika Edukasi Indonesia • Anggota Bidang Oranisasi PP Assosiasi Psikologi Forensik Indonesia • Penulis Buku: Sobat Way (2016), Industri dan Organisasi: Pendekatan Integratif dalam menghadapi Perubahan (2020), Human Faktor Engineering: Integratif Desain Manusia dan Lingkungan Kerja (2021), Psikologi Industri dan Organisasi (2021), Psikologi Umum (2021), Manajemen Pengembangan Talenta (2021), PIODiagnostik: Pengukuran Psikologi di Lingkungan Kerja (2021), Transformasi Digital: Perspektif Organisasi, Talenta dan Budaya Organisasi (2021), Psikologi Pelayanan (2021) dan Psikologi Konsumen (2021), psikologi Bisnis 1 dan 2 (2022) • Dosen Tidak Tetap di: Program Pasca Sarjana Ekonomi di Univ. Pancasila, STP TRISAKTI, Fakultas Psikologi Universitas Mercu Buana, STIKOM IMA • Certified of Assessor Talent Management • Certified of Human Resources as a Business Partner • Certified of Risk Professional • Certified of HR Audit • Ilmu Ekonomi dan Manajemen (MSDM) S3 Universitas Pancasila • Fakultas Psikologi S1 dan S2 Universitas Indonesia • Sekolah ikatan dinas Akademi Sandi Negara
  • 4. Overview • As discussed in the earlier Presentation, integrating career paths into your organization’s overall talent management system allows your organization to offer enhanced value propositions, manage employee movement and flow, and organize short - and long-term talent development. • As a result, career paths can improve the effectiveness of your organization’s recruitment and hiring processes, retention and promotion strategies, and training and development programs. • In this Presentation, we explore the application of career paths to recruitment, hiring, retention, promotion, and ongoing training and development. • That is, we explore how career paths serve as practical tools and guiding resources in attracting, developing, and retaining talent, all critical elements in maintaining your organization’s viability.
  • 5. Connecting the Employee to the Organization • Creating a “ contract ” between the organization and individuals/groups sounds “ old school ” but is actually more important than ever. • In this case, the contract we are referencing is not a legally – binding document of any kind. Rather, the contract is psychological, emotional, and motivational. This contract represents how strongly the employee is connected to the organization – on many levels. • Both academic and applied research indicate that employees have greater expectations than ever for what organizations should provide in exchange for their loyalty and tenure.
  • 6. • Transferability and marketability of competencies and portable skills; • Employees with more portable skills and a corresponding strong identification with their profession are less likely to feel connected to the organization and therefore are at greater risk of leaving. • The importance that organizations should place on “connecting” employees to the organization itself just as strongly as they used to endeavor to connect employees to specific jobs within the organization. • Strength of the implied contract between the employee and the organization (labeled “ integrated values ” by the authors). • Engendering implied or “ psychological ” contracts with employees, organizations should also establish explicit contracts with valuable talent. • Such a contract can take the form of a development plan with a timeline, a special assignment with specific learning goals and outcomes to achieve, or the creation of a specialized “ next role ” in the organization. Two factors of workers at all levels will increasingly follow non-linear career paths
  • 7. Engaging the New Workforce • Following popular trends, today’s workers, especially newer graduates, have been characterized as a type of “ What’s in it for me (WIFM)? ” generation. • Another characterization of this group is that even a committed new workforce, without intended shortsightedness or egocentricity, is developing with a perspective that organizations have the responsibility to “ keep me here. ” • The study found that older workers generally expect the organization to support success in their current job, and they expect to be provided with a meaningful job. In contrast, the younger employees emphasized the need for career opportunities and challenging jobs. • Older employees also tended to feel that the value of developing at the organization was in helping them to “ stay at work ” and to achieve outcomes for the organization. The younger employees emphasized development that supports career progress and enables them to update their work skills. • Engaging younger workers with opportunities for clear, achievable “ wins ” in as short as three to six months (and typically no more than two years) is important as part of the organization’s longer-term strategy. Youthful competitiveness can fuel a strong work ethic as well as impatience to be recognized and rewarded as a valuable part of the workforce
  • 8. New Workforce and Career Path • Career paths can help organizations engage younger generations by showing them how they can achieve “ wins ” and by providing concrete information about the career opportunities available to them. You should start with an analysis of your current workforce – age, skills, roles, hiring patterns, etc. • Then create a picture of where the organization is headed. Develop, refine, and communicate career paths within that context. Will you increasingly hire younger workers? • If so, you should expect to face unique developmental challenges. • Thus, development and career path programs should be tailored to fi t the real needs of individual employees and should not be based on broad characterizations of generational groups that may or may not be accurate.
  • 9. Recruitment and Hiring • Career paths can help you to sell potential employees on a career rather than an entry-level job. Most potential new hires, particularly in knowledge worker roles, aspire to move beyond the role for which they are applying. Clearly articulating the growth opportunities and potential movement subsequent to the initial role can often increase recruits ’ overall attraction to the role and the organization. • Sharing information about career paths and potential opportunities for advancement as early as the recruiting stage can result in increased employee loyalty among those who are hired. Employees recognize which organizations place more emphasis on growth and advancement. Employees who enter the organization understanding the potential for a long-term, fulfilling career in the organization are much more likely to enter with the intent of staying over an extended period and are thus more likely to feel some sense of loyalty and commitment to the organization from day one. • Developing career paths can help you and your hiring managers more clearly understand qualifications and competency requirements for jobs at all levels across the career path. This understanding, coupled with a carefully developed selection process that is demonstrated to be job- relevant, can help you to improve the hiring process, resulting in hires who not only have the qualifications to perform an entry-level job but who also have the potential to move into other roles over time, given appropriate development opportunities.
  • 10. Retention • Career paths, when integrated into your organization’s overall talent management strategy, can help your organization retain valued employees in several ways. • They promote a sense of fairness and consistency in how the company makes decisions. • As noted in the previous section, they promote a sense of loyalty and commitment among employees by demonstrating the commitment of the organization to long-term career development and by clearly showing the potential for a long-term, fulfilling career in the organization. • They take the guesswork out of career progression and development for employees. By doing so, career paths help employees see how they can achieve their career goals without leaving the organization, and, importantly, they give employees a sense that they have some degree of control over their futures. • Information about career success factors helps employees understand the types and nature of the movement that will help them most in their careers with the organization and thus provides employees with a sense that career progression within the organization is not based completely on factors beyond their control, and that they have some control over their career trajectories. • All five of the career path components are shown in the box “ Fundamental Components of Career Paths ”. • Information about career success factors helps employees to understand the types and nature of the movement that will help them most in their careers with the organization and thus provides employees with a sense that career progression within the organization is not based completely on factors beyond their control, and that they have some control over their career trajectories.
  • 11. Promotion • Career path information can be used to guide promotion decisions by showing the requirements, characteristics, and experiences that are important for various jobs, roles, or levels in an organization. Thus, the qualifications, competencies, and critical developmental experiences components of career paths are most relevant to promotion decisions. • Career paths can improve the quality of promotion decisions by showing, in a clear and simple manner, the requirements, characteristics, and experiences that are important for various jobs, roles, or levels in an organization. This information can be useful to managers when they are comparing employee qualifications and experiences to requirements for positions in the context of a promotion decision.
  • 12. Development Planning and Execution Career paths are designed primarily for training and development purposes, comprehensive lists of important competencies required in each job, role, or level represented in the career paths, and lists of available training and development opportunities relevant to each of those competencies, are sometimes developed.
  • 13. Career Path Worksheet for Aspiring Sales and Marketing Manager
  • 14. Summary • Career paths help to minimize incorrect assumptions by providing a clear, objective structure for managers and mentors to utilize when reviewing options and progress with their employees. They can pinpoint where an employee is stagnating, missing an opportunity, or might be able to go next in the organization. • Career paths support the development and maintenance of such contracts by fostering clear and open communication with employees. • Career paths can help organizations in the recruitment, hiring, and onboarding processes by allowing them to sell applicants on a career rather than an entry-level job, by demonstrating the commitment of the organization to continued career growth, by clearly identifying the qualifications and competency requirements for jobs, and by helping to establish realistic expectations for career growth among new employees. • Proactively retaining employees requires clearly defined performance requirements (so people know what is expected of them), clear paths for movement (so people understand their future options), and clear criteria for promotions (so people feel that there is a transparent and level playing field). • Properly positioned, career paths can serve as a motivator and guide to those not chosen for an opening. The path information provides a means for the manager to communicate objectively the why of the decision. The employee in turn can identify additional opportunities for growth to enhance his or her readiness for a future role. • Development progress discussions should include a discussion of career path implications for development progress. Managers should directly connect relevant development progress to one or more career paths so that employees can understand their progress not only in their current role but also against success requirements for future potential roles.